Virtual Teams and Future of Work: Fortune 500 Leaders

Your ability to master virtual teams best practices will determine whether you reach your business and career goals in the hybrid and remote future of work of our increasingly-disrupted post-COVID world.

Unfortunately, our intuitive leadership style is adapted to pre-pandemic work arrangements in the office, and is poorly suited to the hybrid and remote future of work. Our gut reactions on virtual teams best practices in the future of work can’t be trusted, as revealed by research in behavioral economics, psychology, and cognitive neuroscience. So how do the leaders of Fortune 500 companies make the right calls on virtual teams best practices in the hybrid and remote future of work?

They follow evidence-based virtual teams best practices as revealed by such research. In this course, you will master techniques for gaining virtual teams skills by drawing on cutting-edge behavioral science and real-world best practices from Fortune 500 leaders. After taking this course, you will:

• Master virtual teams best practices used by Fortune 500 leaders to seize competitive advantage for their bottom lines and careers in the future of work
• Maximize productivity, engagement, retention, and morale in the hybrid and remote future of work through virtual teams best practices
• Develop a plan with specific next steps to adapt for yourself the best practices used by Fortune 500 leaders for virtual teams skills
• Discover how to lead collaboration and innovation most effectively through virtual teams best practices in the hybrid and remote future of work
• Learn the dangerous judgment errors called cognitive biases that undermine successful leadership in the future of work and how Fortune 500 leaders defeat them
• Feel truly confident about whether you mastered the best virtual teams best practices to make the right calls in the hybrid and remote future of work

Sounds too good to be true? These methods were successfully used by Aflac, Applied Materials, Entergy, Honda, Jones Lang LaSalle, IBM, Reckitt, Wells Fargo, and Xerox to dramatically improve the skills of their top executives, senior VPs, middle managers, and lower-level supervisors in leading telecommuting teams. I trained the leaders at these Fortune 500 companies, as well as at numerous middle-market companies and quickly-growing startups, on virtual teams best practices. More broadly, I served for over 20 years as the CEO of the boutique future-proofing consultancy Disaster Avoidance Experts. Below is a sample testimonial from a recent training.

Here’s a recent testimonial from Dan Rooney, Senior Vice President at Jones Lang LaSalle, a company ranked #186 by Fortune, speaking about the impact of my training:

• “Thank you for taking time out of your schedule to present to our Consulting team last week. The content was spot-on and provided a unique perspective into building culture, driving innovation and brainstorming across telecommuting and hybrid teams (among other things). I appreciate your willingness to partner leading up to the presentation to ensure the content was tailored for the audience – it made the discussion that much more impactful. I have received positive feedback from a number of team members and look forward to collaborating more in the future!”

Here’s another recent testimonial by Susan Winchester, the Chief Human Resource Officer at Applied Materials, a Fortune 200 high-tech manufacturing company:

· “Hi, I’m Susan Winchester, and it’s my delight and pleasure to tell you a little bit about our experience with Dr. Gleb. He had a big positive impact at Applied Materials. Our leaders and engineers love data-based, research-based insights, which is exactly what he brings. He hit it out of the park, and he used a team led process, which was incredibly engaging. He introduced us to a concept he created called asynchronous brainstorming. It was a process we used with hundreds and hundreds of leaders globally at the same time. We did this during our CEO kickoff session for our strategy work. In a very short amount of time, we were able to get great benefits. I also love the work he’s doing to educate leaders around the power and positive benefits of hybrid and virtual working. And one of his techniques that I’m planning to use is what he calls “virtual coworking”, where you and as many coworkers as you’d like create a virtual meeting, no purpose or agenda, but rather just to be working with one another. I highly endorse Dr. Gleb’s work with leadership teams.”

Besides such real-world, pragmatic expertise, I have a strong academic background as a behavioral scientist studying virtual teams, stakeholder engagement, and related fields. I spent 8 years at the University of North Carolina at Chapel Hill, first getting a PhD in the History of Behavioral Science and then serving as a lecturer there. Then, I spent 7 years as a professor at the Ohio State University, where I published dozens of peer-reviewed articles on this topic in high-quality academic journals such as Behavior and Social Issues and Journal of Social and Political Psychology. Thus, this course is thoroughly informed by cutting-edge research.

This combination of business and science led to my expertise gaining global recognition. I published over 650 articles and gave over 550 interviews to prominent venues. They include Harvard Business Review, Fast Company, Fox News, USA Today, CBS News, CNBC, Time, Business Insider, Government Executive, The Chronicle of Philanthropy, Inc. Magazine, and Fortune.

Further attesting to my global renown, my work was translated into Chinese, German, Russian, Korean, Polish, Spanish, French and other languages.

That’s what you can expect in this course: methods used successfully at even the biggest companies to seize competitive advantage, thoroughly informed by cutting-edge research, and featured in top media venues and best-selling books around the globe. The course features the following sections:

1) Virtual Teams: Introduction and course textbook packet

Learning Objective: Learn what the course will be about and get my best-selling book on which the course is based, Returning to the Office and Leading Hybrid and Remote Teams: A Manual on Benchmarking to Best Practices for Competitive Advantage (Intentional Insights, 2021).

2) Virtual Teams: What do employees want in the future of work?

Learning Objective: Understand employee desires based on large-scale surveys, in-depth case studies, and peer-reviewed articles on employee experiences and preferences on the hybrid and remote future of work

3) Virtual Teams: Why do leaders make bad decisions about the future of work?

Learning Objective: Uncover the dangerous judgment errors that Fortune 500 firm leaders identified as most likely to derail the hybrid and remote future of work

4) Virtual Teams: Creating a competitive advantage in the future of work

Learning Objective: Discover how forward-looking Fortune 500 leaders are creating a competitive advantage through moving to a hybrid and remote future of work model

5) Virtual Teams: A team-led approach in the future of work

Learning Objective: Master the Fortune 500 best practices to determine the set-up and structuring of hybrid and remote future of work models through a team-led approach

6) Virtual Teams: Redefining office space and funding home offices in the future of work

Learning Objective: Master the Fortune 500 best practices of funding home offices and reshaping office space to maximize productivity, wellness, and morale in the hybrid and remote future of work

7) Virtual Teams: hybrid and remote collaboration in the future of work

Learning Objective: Master the Fortune 500 best practices of collaborating effectively in hybrid and remote teams

8) Virtual Teams: Innovation via intentional asynchronous brainstorming in the future of work

Learning Objective: Master the Fortune 500 best practices of intentional asynchronous brainstorming to maximize idea generation for hybrid and remote teams

9) Virtual Teams: Serendipitous innovation and idea generation in the future of work

Learning Objective: Master the Fortune 500 best practices of serendipitous innovation and idea generation in remote and hybrid teams

10) Virtual Teams: Training and mentoring in the future of work

Learning Objective: Master the Fortune 500 best practices of on-the-job training and effective mentoring in hybrid and remote teams

11) Virtual Teams: Performance evaluation in the future of work

Learning Objective: Master the Fortune 500 best practices of performance evaluation in hybrid and remote teams in the future of work

12) Virtual Teams: Upskilling your employees for the future of work

Learning Objective: Master the Fortune 500 best practices of upskilling your employees for the hybrid and remote future of work

This is an intermediate-level course: at least a year of real-world experience in a professional setting is required to appreciate the strategies and case studies outlined in the class.

I look forward to welcoming you into the world of evidence-based, science-driven techniques tested in the real world of many Fortune 500 companies and numerous middle-market companies and startups. To ensure that you master the secrets of Fortune 500 companies to help yourself seize competitive advantage in virtual teams best practices for the sake of your bottom line and your career, register now!